Factors affecting span of control[edit source | editbeta]

These are the factors affecting span of control:

1. Geographical dispersion, if the branches of a business are widely dispersed, then the
manager will find it difficult to supervise each of them, as such the span on control will
be smaller.
2. Capability of workers, if workers are highly capable, need little supervision, and can be
left on their own, e.g.: Theory Y type of people, they need not be supervised much as
they are motivated and take initiative to work; as such the span of control will be wider.
3. Capability of boss, an experienced boss with good understanding of the tasks, good
knowledge of the workers and good relationships with the workers, will be able to
supervise more workers
4. Value added of the boss, a boss that is adding value by training and developing new skills
in the workers will need a narrow span of control than one who is focused only on
performance management (this is the reverse of the capability of workers point above)
5. Similarity of task, if the tasks that the subordinates are performing are similar, then the
span of control can be wider, as the manager can supervise them all at the same time.
6. Volume of other tasks, if the boss has other responsibilities, such as membership of
committees, involvement in other projects, liaising with stakeholders, the number of
direct reports will need to be smaller
7. Required administrative tasks, if the boss is required to have regular face to face
meetings, complete appraisal and development plans, discuss remuneration benefits,
write job descriptions and employment contracts, explain employment policy changes
and other administrative tasks then the span of control is reduced